July 15, 2025 • 15 mins
“Don’t let fear of being misunderstood stop you from doing the right thing. Just show up, follow through, and the trust will follow.”
In this episode, Tim Dyck explores how leaders can become more visible in the workplace without unintentionally undermining team members. He shares strategies for building trust, communicating intentions clearly, and handling the challenges of being seen, especially if leadership visibility is new for your team. Learn why patience, consistency, and active listening are your most powerful tools in those early months of leading from the front lines.
Read the blog for more from this episode.
Notable Moments:
[01:00] Why visible leadership can feel uncomfortable
[03:30] Addressing skepticism and building trust
[05:00] Avoiding the perception of undermining managers
[07:10] The 90-day no-sweeping-changes rule
[09:55] What to do when your visibility causes tension
[11:35] Healthy turnover and leadership alignment
[14:00] How to point out the good and make it stick
Connect with Tim and his team:
Website: https://bestculturesolutions.ca/
LinkedIn: Best Culture Solutions, Inc
Instagram: @best.culture.solutions
Email: tim@bestculturesolutions.ca
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Foreign.
Welcome to the World at Work podcast, where business leaders and job seekers
come together to create winning cultures and fulfilling careers. I'm your host,
Katie Current, and I am back here with Tim Dick, founder of Best
Culture Solutions. Tim, have you been to Buc EE's again? I
(00:21):
was gonna say, didn't I just see you? And now we're Talking about Buc EE's
again, in a way, like, what is going on? But no, I have not been
to Bucky's yet. I will not be@buc EE's unfortunately, probably for a long
time now. Unfortunately, say unfortunately. But again, like,
we could probably spend another 20 minutes talking about that experience. And we
shouldn't, but we could, we could, we could. But instead, I want to
(00:42):
shift and kind of scale back to what we were talking about in the
last episode about visible leaders and the notion of getting
off the carpet of the leadership office and onto the concrete,
being on the front lines. And we started to tap into this at the
end, the acknowledging the fact that this isn't something
that's happening everywhere. It's not something every leader has
(01:04):
really felt comfortable with for any number of reasons. Maybe
you had negative experience with a visible leader, that you felt
they were out to get everybody every time, or you're just an
introvert, that it feels clunky. So I
was thinking, how can we help guide that mindset if
you maybe either fell behind on getting out of the office because
(01:26):
the workload, or you're. You're new to that
position or the idea of being visible? So,
I mean, I think that there's probably plenty of ways we could give
some guidance, but are there any things off the top of your mind to
help people get out there? Yeah, good question. So I mean,
essentially what you're saying is like, hey, look, you know, we talked about getting out
(01:48):
of your office, meeting with your front line, meeting with your people, having that presence,
having that, you know, all that stuff. But also
sometimes people won't trust it because they're not used to it. You know, we talked
last time too, about how it's not common, a lot of leaders don't have self
discipline to do it. And even though everybody would say, yeah,
that's the right thing to do and it's a good thing to do and it's
the way things should be done and all these things when it does actually happen,
(02:11):
because they're so, so used to not seeing it, they might get a little bit,
well, wait a second. I don't know if I trust this. Why is this person
doing this, are they trying to see something? Are they trying to get us? Are
they trying to, you know, all these things. And the reality
is that there's no perfect way around this. And there's no,
like, there's no silver bullet to make sure that people never think that there's no
(02:32):
silver bullet to making sure that nobody misinterprets it or
even if they aren't misinterpreting it. There are people that just choose to see the
bad, right? They choose to see bad things or, or they're disgruntled or
they've, you know, they have a negative mindset or whatever it is that you
want to attribute it to, or they want to undermine good
practices or things that have been done. And there are going to be people that,
(02:53):
like that. They just, that is just what they want to do. And, and which
is a whole other issue and a whole other episode. And the reality is that
when you start getting out there, when you start talking to people, when you start
walking the business or even taking a shift, there will be some naysayers,
there will be some people who decide to turn it into a negative, who
decide to be negative about it. And I'm telling you that, you know, you can
(03:14):
have the best strategy in the world, but it's not going to prevent some people
from saying that, behaving that way, talking that way, or
just being negatively wired about it. And the reality is this, is that all
you can do is this, right? And I'm not saying all you can do in
a sense that to be powerless or. But this is how you can show up
in that situation to contribute to it being well received is
(03:35):
be upfront with people, you know, and like, it's no different. You know, sometimes if
you talk to the front line, you know, some people that are frontline leaders will
think that you're going around them or that you are, you know, looking to go
around them or undermine their leadership. And, you know, there's a
few things that you can do to make sure that that doesn't happen. Now, the
first thing that you do is be upfront with people. Tell them that you're going
(03:55):
to do it and tell them why, right? Tell them that you're going to do
it and tell them why and tell them, you know, hey,
look, you know, I am doing this. I want to get to know things better.
I want to build trust, I want to learn the business. I want to understand
how my decisions can impact you, and I want to make the best decisions that
I can for you. You know, all these things and be upfront with people about
that, to your managers or the people that are leaders in between you maybe be
(04:18):
upfront with them about, you know, and I understand that you might think that this
means I'm going to go around you in some way or that's what I'm looking
to do. And I'm not. I'm not going to go and end around on you
is that I need to know what's going on too, so I can support you.
Right? This is about supporting you in the work that you do. This is about
supporting our people and making sure that you are empowered as a leader
to know what you need to know. And you're empowered as a leader to have
(04:40):
that support for me because it's going to help you and people see me being
visible and wanting to know more about what you're going through. And so
if you take that approach, right, you know, it will build trust
with people. But the thing is, is that you also need to back it up
with your actions, right? So you cannot act in a way that,
like, acting in a way that undermines that is not going to work. Right.
(05:01):
So you actually need to put that into action as well. So when you're finding
things out, you know, if you find out things that aren't perfect, you cannot use
it as an excuse just to go after people. Can you use it to coach
them and train them and. Absolutely, of course you can, but not with the
mindset or attitude that you're going to be able to get somebody, right. And you're
here to support. You know, when you get questions about that would
(05:22):
pertain to a manager or somebody complains about a
certain manager, I mean, unless it's serious, right? Unless it's a serious complaint that
needs investigating, and you can never turn away from that. But if it's, if it's
an operational issue, then you suggest you let that person know that you
appreciate them letting you know about it. But, you know, if you can go
ahead and let your manager know so they can address that on the spot, that
(05:44):
would be great. So that way you're not setting things up in a
way where you are going to go around that manager or those leaders that they're
going to be uncomfortable about, you know, when you get questions that pertain to them,
you encourage those people to take them to the right people, if that makes
sense. I think that is a huge
component in all of this. Because if the first time or
(06:05):
second time you're out there, you are already,
in a sense, undermining the other leaders
in the organization. It's not going to set things up well. And
you may be doing it thinking, oh, I'm helping, but it will
have a sort of a backwards, it's not going to
go as well as you might hope because then people are going to think, see,
(06:28):
we knew this would happen. They came out, they start taking control.
We didn't even get any say in it. We had it handled.
So hearing those needs, guiding people
who to address it with, and then you could certainly follow up
with those managers and say, hey, just wanted to
see if so and so, or go back to that employee, follow up with them
(06:51):
and say, hey, were you able to reach out? Did you get in touch with
them? It's just it, you have to remember to
stay back. And this is meant to be an opportunity
for you to build that bridge between the employees
and you as a leader, not put holes in a
situation that there don't need to be. That's right. Yeah. And I think too, like
(07:12):
the other thing is that that's important is that you also don't necessarily want to
make changes for the first 90 days that you're doing that. Right. And
you know, just observe, just observe things. Just watch, just
observe, see what's going on. Don't do anything crazy, you know, I mean, unless something
is presented to you that requires change. Right. Like if you have an employee,
you know, gross misconduct, theft or you know, things like
(07:35):
that, then yes, I mean, you have to do that. But I mean, when it
comes to strategically changing product offerings or processes or things like
that, just be patient, just watch, you know, just
get observations. And I think, you know, sometimes if you should have been doing it
and you haven't been, some people might have things to say or off the
cuff remarks that are not constructive or productive and just all you can do
(07:55):
is take them in stride because you're just going to prove them wrong anyway. And
the only person who will look silly when you do is them. And so you
don't need to get over, you know, like over defensive or anything like
that about it. You just laugh it off or say, oh, you know, we're working
on it, we'll see where it goes. I mean, I also don't think you should
make any grand proclamations, but I've been this and that and I'm changing
and no, just show them that you're changing. Don't say
(08:19):
it. Right. But then if somebody has a comment about it, then
okay, cool, thanks for that. Moving on. Right. And, and you know, yeah, I'M
making an effort, we'll see how it goes, that type of stuff. Right. And
so, but I just, you know, I don't let people's comments, don't let the fear
of comments or anything like that stop you from doing the right thing is what
I say. As soon as you started to share that, it took me back to
(08:41):
Charlie, who has been at some of the events with Lee
and when he was taking over an organization
and there were a lot of changes that were happening, what one thing
that he was really struggling with was the amount of turnover that started to
happen as he was out there and talking to the changes and,
and it was tough. And it might happen where you
(09:04):
become more visible and that does intimidate some people.
You can only control so much. And if somebody
starts to feel unnerved by your visibility and
let's say you're doing it in all the right ways, if they opt to
go, do not stop your work, do not stop being
visible for everybody else just because somebody else
(09:26):
is made wildly uncomfortable. If this is a valuable
employee to you, then I would absolutely say it's worth a one on one
conversation and say, I'm not sure I understand what's
happening. But if somebody else is feeling concerned that you're
just showing up on a job site or stopping by the
finance office, if they feel intimidated by
(09:48):
that, you know, you can only control so much, so it
might happen, but you can't stop doing the right thing for the greater
good. Well, and that would also lead to the same, to a question for
me is, okay, why are they like, what do they have to hide? Right? And
so, and sometimes, you know, you're right some, if you're doing the right things to
the right people and you're doing them respectfully and politely and
(10:09):
constructively and you're not here to get anybody and all these things and
you're just, you know, you're, and you're genuinely just here to make sure that the
best things are happening. And sometimes that might mean some people have to go, but
not because you're there to get anybody, because they're not here for the same reasons.
You know, if they're really there to be the best that they can, if they're
really there to contribute as much as they can and all of these
(10:30):
things, then they will not mind in the least and they will take anything that
you observe. You know, as long as you can't be unfair, you can't be
rude, you can't be angry or anything like that. But as long as you're doing
it in good faith, right? Then people will appreciate
that and they will respond to that. Because if they're truly there to get better,
then they will be there to get better. Right? And yeah, you might bleed some
(10:52):
of those people. And hey, that might not be the bad, the worst thing in
the long term. It'll be some short term pain for sure, you know, to replace
them and all that stuff. But then it's a magical opportunity
for you to be able to get the right person, right. And to start
fresh and get somebody who's interested in being better. Right. And so
I would say don't be afraid of that. You know, a lot of times people
(11:14):
are afraid of turnover. And you know something, don't get me wrong, you don't want
high turnover, you want 5 to 10% turnover. But
sometimes, you know, if you're doing the right things and people are leaving it, maybe
you were meant to have that turnover and it's healthy turnover and you can replace
them with somebody who's there to contribute in the long run, you'll get closer to
a consistent 5 to 10% as that happens.
(11:35):
And when you're out there consistently and
employees will notice who's leaving and why they're
leaving and if it was truly by their own accord and you have
continued to step out there and be visible and ask questions
and say hello and offer quick, actionable feedback,
people value that. And if somebody does leave or
(11:57):
you notice an opportunity, you've now also learned more
about your employees. So you might suddenly have an
internal candidate in mind that you otherwise would have
never known would be a rock star, move to another role.
So there's just so many benefits, you know, seeing that
capability in your employees, letting it kind of work itself
(12:19):
out. But you just sit back looking at the greater good,
believing that all is moving through with positive intent.
There's so many doors that can open 100%. Yeah. And so I
mean, I guess to summarize is if you're going to do it, yeah, some people
might not trust it, but just do what you say you're going to do. Do
it for the right reasons. Right. Show up, you know, make sure your managers,
(12:39):
you're handling things that should be on your managers appropriately, not just because it's the
right thing to do for your managers, but it's also to save, to preserve
yourself. Right. Like you can't take on everybody else's problems either. Right. And
that's what those managers there to address. So point people in the right direction to
speak with those managers. About it and make sure that, you know, you are
delegating things properly and you're following through with things. And if you
(13:01):
do that, then, then, you know, can I tell you that nobody will ever say
anything about it or I'll never question it or might not trust it right off
the bat? Probably not. That's just people. That's the nature of people. But when you
back up your words and intention with the right actions, you know, that
is when people will notice. The right people will notice and that will be
all that matters. And your reputation will be good. There'll be some
(13:23):
people that will might not like it and they'll never like it. But you know
what, your reputation will hold through and theirs probably will
not. And you don't need to get dragged into trying to prove it either. You
just do your thing and the right people will notice and they'll appreciate what you're
doing for their team. Well, Sam, I think that
there are probably a few people that are thinking, I know I need to
(13:44):
do this, I want to. I just need that extra guidance.
Or I need somebody to hold me accountable to not making any
sweeping changes those 90 days. I think that for
me, you know, that impulse to just, oh, I can fix this.
It's sometimes nice to have a guide to say, what is the good that
you're seeing? Hold on. And I would suggest that they reach out to
(14:06):
you and the team at Best Culture Solutions. So how could they best get in
touch with you? Yeah, thank you for that. Fairly simple.
Bestculturesolutions ca or my email address is Tim.
Bestculturesolutions ca. Easy as that. You see,
as I. Well, just a reminder, get off the carpet and onto the
concrete. Get out there with your team and see the good things happening. And you
(14:28):
get to see your customers. They actually quite enjoy seeing leaders as
well. That's right. And to your last point, point out the good things that you
see too right and catch people doing right and appreciate that as you're
walking your business. That will have a massive impact because you're immediately clarifying and
communicating with people. You know, what does it look like to do it the right
way? And that. That they will then focus their target on that they
(14:49):
will focus on doing it the right way and that will make
all the difference. Yeah, 100%. Excellent. Well, thank
you so much, Tim. I appreciate the conversation as always. Thank you.
Foreign.
Welcome to the World at Work podcast, where business leaders and job seekers
come together to create winning cultures and fulfilling careers. I'm your host,
Katie Current, and I am back here with Tim Dick, founder of Best
Culture Solutions. Tim, have you been to Buc EE's again? I
(00:21):
was gonna say, didn't I just see you? And now we're Talking about Buc EE's
again, in a way, like, what is going on? But no, I have not been
to Bucky's yet. I will not be@buc EE's unfortunately, probably for a long
time now. Unfortunately, say unfortunately. But again, like,
we could probably spend another 20 minutes talking about that experience. And we
shouldn't, but we could, we could, we could. But instead, I want to
(00:42):
shift and kind of scale back to what we were talking about in the
last episode about visible leaders and the notion of getting
off the carpet of the leadership office and onto the concrete,
being on the front lines. And we started to tap into this at the
end, the acknowledging the fact that this isn't something
that's happening everywhere. It's not something every leader has
(01:04):
really felt comfortable with for any number of reasons. Maybe
you had negative experience with a visible leader, that you felt
they were out to get everybody every time, or you're just an
introvert, that it feels clunky. So I
was thinking, how can we help guide that mindset if
you maybe either fell behind on getting out of the office because
(01:26):
the workload, or you're. You're new to that
position or the idea of being visible? So,
I mean, I think that there's probably plenty of ways we could give
some guidance, but are there any things off the top of your mind to
help people get out there? Yeah, good question. So I mean,
essentially what you're saying is like, hey, look, you know, we talked about getting out
(01:48):
of your office, meeting with your front line, meeting with your people, having that presence,
having that, you know, all that stuff. But also
sometimes people won't trust it because they're not used to it. You know, we talked
last time too, about how it's not common, a lot of leaders don't have self
discipline to do it. And even though everybody would say, yeah,
that's the right thing to do and it's a good thing to do and it's
the way things should be done and all these things when it does actually happen,
(02:11):
because they're so, so used to not seeing it, they might get a little bit,
well, wait a second. I don't know if I trust this. Why is this person
doing this, are they trying to see something? Are they trying to get us? Are
they trying to, you know, all these things. And the reality
is that there's no perfect way around this. And there's no,
like, there's no silver bullet to make sure that people never think that there's no
(02:32):
silver bullet to making sure that nobody misinterprets it or
even if they aren't misinterpreting it. There are people that just choose to see the
bad, right? They choose to see bad things or, or they're disgruntled or
they've, you know, they have a negative mindset or whatever it is that you
want to attribute it to, or they want to undermine good
practices or things that have been done. And there are going to be people that,
(02:53):
like that. They just, that is just what they want to do. And, and which
is a whole other issue and a whole other episode. And the reality is that
when you start getting out there, when you start talking to people, when you start
walking the business or even taking a shift, there will be some naysayers,
there will be some people who decide to turn it into a negative, who
decide to be negative about it. And I'm telling you that, you know, you can
(03:14):
have the best strategy in the world, but it's not going to prevent some people
from saying that, behaving that way, talking that way, or
just being negatively wired about it. And the reality is this, is that all
you can do is this, right? And I'm not saying all you can do in
a sense that to be powerless or. But this is how you can show up
in that situation to contribute to it being well received is
(03:35):
be upfront with people, you know, and like, it's no different. You know, sometimes if
you talk to the front line, you know, some people that are frontline leaders will
think that you're going around them or that you are, you know, looking to go
around them or undermine their leadership. And, you know, there's a
few things that you can do to make sure that that doesn't happen. Now, the
first thing that you do is be upfront with people. Tell them that you're going
(03:55):
to do it and tell them why, right? Tell them that you're going to do
it and tell them why and tell them, you know, hey,
look, you know, I am doing this. I want to get to know things better.
I want to build trust, I want to learn the business. I want to understand
how my decisions can impact you, and I want to make the best decisions that
I can for you. You know, all these things and be upfront with people about
that, to your managers or the people that are leaders in between you maybe be
(04:18):
upfront with them about, you know, and I understand that you might think that this
means I'm going to go around you in some way or that's what I'm looking
to do. And I'm not. I'm not going to go and end around on you
is that I need to know what's going on too, so I can support you.
Right? This is about supporting you in the work that you do. This is about
supporting our people and making sure that you are empowered as a leader
to know what you need to know. And you're empowered as a leader to have
(04:40):
that support for me because it's going to help you and people see me being
visible and wanting to know more about what you're going through. And so
if you take that approach, right, you know, it will build trust
with people. But the thing is, is that you also need to back it up
with your actions, right? So you cannot act in a way that,
like, acting in a way that undermines that is not going to work. Right.
(05:01):
So you actually need to put that into action as well. So when you're finding
things out, you know, if you find out things that aren't perfect, you cannot use
it as an excuse just to go after people. Can you use it to coach
them and train them and. Absolutely, of course you can, but not with the
mindset or attitude that you're going to be able to get somebody, right. And you're
here to support. You know, when you get questions about that would
(05:22):
pertain to a manager or somebody complains about a
certain manager, I mean, unless it's serious, right? Unless it's a serious complaint that
needs investigating, and you can never turn away from that. But if it's, if it's
an operational issue, then you suggest you let that person know that you
appreciate them letting you know about it. But, you know, if you can go
ahead and let your manager know so they can address that on the spot, that
(05:44):
would be great. So that way you're not setting things up in a
way where you are going to go around that manager or those leaders that they're
going to be uncomfortable about, you know, when you get questions that pertain to them,
you encourage those people to take them to the right people, if that makes
sense. I think that is a huge
component in all of this. Because if the first time or
(06:05):
second time you're out there, you are already,
in a sense, undermining the other leaders
in the organization. It's not going to set things up well. And
you may be doing it thinking, oh, I'm helping, but it will
have a sort of a backwards, it's not going to
go as well as you might hope because then people are going to think, see,
(06:28):
we knew this would happen. They came out, they start taking control.
We didn't even get any say in it. We had it handled.
So hearing those needs, guiding people
who to address it with, and then you could certainly follow up
with those managers and say, hey, just wanted to
see if so and so, or go back to that employee, follow up with them
(06:51):
and say, hey, were you able to reach out? Did you get in touch with
them? It's just it, you have to remember to
stay back. And this is meant to be an opportunity
for you to build that bridge between the employees
and you as a leader, not put holes in a
situation that there don't need to be. That's right. Yeah. And I think too, like
(07:12):
the other thing is that that's important is that you also don't necessarily want to
make changes for the first 90 days that you're doing that. Right. And
you know, just observe, just observe things. Just watch, just
observe, see what's going on. Don't do anything crazy, you know, I mean, unless something
is presented to you that requires change. Right. Like if you have an employee,
you know, gross misconduct, theft or you know, things like
(07:35):
that, then yes, I mean, you have to do that. But I mean, when it
comes to strategically changing product offerings or processes or things like
that, just be patient, just watch, you know, just
get observations. And I think, you know, sometimes if you should have been doing it
and you haven't been, some people might have things to say or off the
cuff remarks that are not constructive or productive and just all you can do
(07:55):
is take them in stride because you're just going to prove them wrong anyway. And
the only person who will look silly when you do is them. And so you
don't need to get over, you know, like over defensive or anything like
that about it. You just laugh it off or say, oh, you know, we're working
on it, we'll see where it goes. I mean, I also don't think you should
make any grand proclamations, but I've been this and that and I'm changing
and no, just show them that you're changing. Don't say
(08:19):
it. Right. But then if somebody has a comment about it, then
okay, cool, thanks for that. Moving on. Right. And, and you know, yeah, I'M
making an effort, we'll see how it goes, that type of stuff. Right. And
so, but I just, you know, I don't let people's comments, don't let the fear
of comments or anything like that stop you from doing the right thing is what
I say. As soon as you started to share that, it took me back to
(08:41):
Charlie, who has been at some of the events with Lee
and when he was taking over an organization
and there were a lot of changes that were happening, what one thing
that he was really struggling with was the amount of turnover that started to
happen as he was out there and talking to the changes and,
and it was tough. And it might happen where you
(09:04):
become more visible and that does intimidate some people.
You can only control so much. And if somebody
starts to feel unnerved by your visibility and
let's say you're doing it in all the right ways, if they opt to
go, do not stop your work, do not stop being
visible for everybody else just because somebody else
(09:26):
is made wildly uncomfortable. If this is a valuable
employee to you, then I would absolutely say it's worth a one on one
conversation and say, I'm not sure I understand what's
happening. But if somebody else is feeling concerned that you're
just showing up on a job site or stopping by the
finance office, if they feel intimidated by
(09:48):
that, you know, you can only control so much, so it
might happen, but you can't stop doing the right thing for the greater
good. Well, and that would also lead to the same, to a question for
me is, okay, why are they like, what do they have to hide? Right? And
so, and sometimes, you know, you're right some, if you're doing the right things to
the right people and you're doing them respectfully and politely and
(10:09):
constructively and you're not here to get anybody and all these things and
you're just, you know, you're, and you're genuinely just here to make sure that the
best things are happening. And sometimes that might mean some people have to go, but
not because you're there to get anybody, because they're not here for the same reasons.
You know, if they're really there to be the best that they can, if they're
really there to contribute as much as they can and all of these
(10:30):
things, then they will not mind in the least and they will take anything that
you observe. You know, as long as you can't be unfair, you can't be
rude, you can't be angry or anything like that. But as long as you're doing
it in good faith, right? Then people will appreciate
that and they will respond to that. Because if they're truly there to get better,
then they will be there to get better. Right? And yeah, you might bleed some
(10:52):
of those people. And hey, that might not be the bad, the worst thing in
the long term. It'll be some short term pain for sure, you know, to replace
them and all that stuff. But then it's a magical opportunity
for you to be able to get the right person, right. And to start
fresh and get somebody who's interested in being better. Right. And so
I would say don't be afraid of that. You know, a lot of times people
(11:14):
are afraid of turnover. And you know something, don't get me wrong, you don't want
high turnover, you want 5 to 10% turnover. But
sometimes, you know, if you're doing the right things and people are leaving it, maybe
you were meant to have that turnover and it's healthy turnover and you can replace
them with somebody who's there to contribute in the long run, you'll get closer to
a consistent 5 to 10% as that happens.
(11:35):
And when you're out there consistently and
employees will notice who's leaving and why they're
leaving and if it was truly by their own accord and you have
continued to step out there and be visible and ask questions
and say hello and offer quick, actionable feedback,
people value that. And if somebody does leave or
(11:57):
you notice an opportunity, you've now also learned more
about your employees. So you might suddenly have an
internal candidate in mind that you otherwise would have
never known would be a rock star, move to another role.
So there's just so many benefits, you know, seeing that
capability in your employees, letting it kind of work itself
(12:19):
out. But you just sit back looking at the greater good,
believing that all is moving through with positive intent.
There's so many doors that can open 100%. Yeah. And so I
mean, I guess to summarize is if you're going to do it, yeah, some people
might not trust it, but just do what you say you're going to do. Do
it for the right reasons. Right. Show up, you know, make sure your managers,
(12:39):
you're handling things that should be on your managers appropriately, not just because it's the
right thing to do for your managers, but it's also to save, to preserve
yourself. Right. Like you can't take on everybody else's problems either. Right. And
that's what those managers there to address. So point people in the right direction to
speak with those managers. About it and make sure that, you know, you are
delegating things properly and you're following through with things. And if you
(13:01):
do that, then, then, you know, can I tell you that nobody will ever say
anything about it or I'll never question it or might not trust it right off
the bat? Probably not. That's just people. That's the nature of people. But when you
back up your words and intention with the right actions, you know, that
is when people will notice. The right people will notice and that will be
all that matters. And your reputation will be good. There'll be some
(13:23):
people that will might not like it and they'll never like it. But you know
what, your reputation will hold through and theirs probably will
not. And you don't need to get dragged into trying to prove it either. You
just do your thing and the right people will notice and they'll appreciate what you're
doing for their team. Well, Sam, I think that
there are probably a few people that are thinking, I know I need to
(13:44):
do this, I want to. I just need that extra guidance.
Or I need somebody to hold me accountable to not making any
sweeping changes those 90 days. I think that for
me, you know, that impulse to just, oh, I can fix this.
It's sometimes nice to have a guide to say, what is the good that
you're seeing? Hold on. And I would suggest that they reach out to
(14:06):
you and the team at Best Culture Solutions. So how could they best get in
touch with you? Yeah, thank you for that. Fairly simple.
Bestculturesolutions ca or my email address is Tim.
Bestculturesolutions ca. Easy as that. You see,
as I. Well, just a reminder, get off the carpet and onto the
concrete. Get out there with your team and see the good things happening. And you
(14:28):
get to see your customers. They actually quite enjoy seeing leaders as
well. That's right. And to your last point, point out the good things that you
see too right and catch people doing right and appreciate that as you're
walking your business. That will have a massive impact because you're immediately clarifying and
communicating with people. You know, what does it look like to do it the right
way? And that. That they will then focus their target on that they
(14:49):
will focus on doing it the right way and that will make
all the difference. Yeah, 100%. Excellent. Well, thank
you so much, Tim. I appreciate the conversation as always. Thank you.
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